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Service Development and Change Manager

Service Development and Change Manager

Work Experience

Profile

Highly experienced senior manager with extensive large scale, multi-site, call and customer centre management experience, covering internal and outsourced operations.

Worked within financial services, telecommunications, public, travel and retail industries in a wide variety of areas including strategic development, business analysis, process design and operational roles, acquiring a broad range of expertise across people management, technology application, analytical and process skills.

Achievements

Ran operating centres in excess of 500 heads across multiple sites
Set up and management of 200 head outsourcing activity through third party supplier
Development and roll out of quality programmes
Business analysis, process design and re-design
Development and delivery of operational and service strategy
Product re-design and associated service improvement and debt reduction
Development of customer retention programmes, in one case reducing attrition by 30% in one year
Change management, both process re-engineering and cultural, implementation of 24 hour service, design of service operations infrastructure for ‘dot.com’ and contact centre activities
Provision of consultancy services for operational and organisational development
Member of a senior management team for start up CRM and ‘dot.com’ business


EMPLOYMENT DETAILS


Ltd Dec. 2000 – To Date


Created in December 2000 to provide consulting services in the development of operational and service strategy, business analysis, process design and the delivery of project, consulting and interim management. Activities include creation of customer focused operational strategies, identification and recommendation of appropriate technical platforms, design and implementation of best practices through process design and re-engineering and overall organisational effectiveness.

Feb 2003 – Jan 2004 Vertex (Westminster Council Outsourcing Programme)

Provision of Operations support with interface to systems and process development teams, ensuring consistent capability of operational delivery whilst undergoing major systems, process and cultural changes. Activities include:

Process review, verification and sign off
Systems sign off and implementation for both service and financial elements
Organisational design and effectiveness, including long term channel strategy
Identification of MI requirements and delivery models
Performance management, identification of tools and coaching in best practice
Communication programme

Jan 2003 - Feb 2003 Mezenet

Provision of staff feedback survey and competency based recruitment programme with associated training to meet expanding organisational requirements

Feb 2002 – Feb 2003 Goldfish

Developing business architecture and processes to support the launch of the credit card activity within Goldfish Bank
Developing operational architecture and business process design to support credit card release
Aligning business process design with operational models, technical architecture, business strategy and regulatory requirements
Supporting implementation and testing to ensure compatibility with user requirements and operational models
Supporting development and launch of new Goldfish card product to existing platform

Dec 2001 – Jan 2002 Mezenet

Developing infrastructure, tools and processes to deliver performance excellence and organisational effectiveness within Mezenet one of the UK’s key providers of SAP consulting services. Activities include:
Driving the development and communication of business and operational strategy
Provide project management planning, direction and support
Carrying out staff satisfaction survey
Defining competencies and skills required to deliver against appropriate strategic level, identifying gaps in skills and profiles
Defining roles responsibilities across all activities up to and including Managing Director level
Creation of appropriate tools and processes to deliver and manage individual objectives and performance delivery
Carrying out development workshops with management team

May 2001 – Dec 2001 Royal Bank Of Scotland Group

Review and development of organisational effectiveness for Telephony Support Operations, including the coaching and mentoring of senior management within the team
Developing recommendations for the improvement in service delivery through telephony operations for Small Business Banking
Supporting the development of the long-term Call Centre strategy for the RBS Group, covering:
Identification and recommendation of future direction for CRM (Customer Relationship Management) enablement, multi channel access for voice and data, organisational implications and service strategy
Identification of customer service best practice and competitor activity
Review and recommendation of technical platforms required for future service delivery and operational support
Identification of issues surrounding alignment of potential future platforms with existing legacy systems and there use within the operational environment
Defining implications on operational strategy arising from the integration of RBS and NatWest

Dec 2000 – April 2001 Office World

Repatriation of Telesales into Office world from existing outsourced service bureau:
Creation of project plan and provision of project management
Development of required operating model and strategy
Recruitment of operating management team and telesales staff
Review and re-design of processes in line with overall business strategy
Development and implementation of tools and processes to support the day-to-day management of telesales and service delivery.

Round 1998 – 2000 Head of Customer Services / Consultant

Formed in 1998 to provide consultancy and outsourcing services focusing on the emerging CRM market and integration of access channels. Round worked with clients to develop strategies, technical platforms, organisational change and operational efficiencies in order to maximise customer value and retention. Latterly focused on the delivery and support of “e-CRM” activities, including the development of in house service provision to support customer management and provide reference site for future clients. First year turnover £1.3m, PBT £300k, 2nd year to forecast £2m

Assisted in the set up and efficient running of a start up company
Created unique organisational model and supportive tools
Delivered consultancy support during client engagements to implement and maximise operational and organisational efficiencies
Provided coaching and mentoring services to client senior management teams
Created in house service provision capability within Round based on e-Assist and Asera platforms

Securicor Cellular Services 1994 – 1998 Head of Customer Services

UK based Service Provider and billing agent for personal mobile telecommunications.

Development and day-to-day running of customer service within the consumer and commercial business operations, credit collections and support functions responsible for the effective commercial management and delivery of service to over 500,000 customers through approximately 500 staff.

Developed and implemented strategies to facilitate service delivery and commercial management across front, support and back office functions
Established and managed outsourced service operation
Developed call centre and service support activities, implementing part time and variable shift patterns to cover workloads
Developed and implemented operational forecasting, MIS and performance reporting
Implemented performance measurement and quality assessment across all functions, establishing formal review processes to maintain standards

Barclays Global Payments 1993 – 1994 Head of Customer Services

Payment processing division of major UK bank responsible for the handling of worldwide payment transfers and cheque clearing.

Developed and commenced implementation of long term service /operations strategy
Re-structured Poole Operations Centre to fully utilise prior system enhancements
Responsible for multiple sites across the UK.

Hutchison Telecom 1991 –1993 Senior Customer Service Manager

UK based Service Provider for personal analogue mobile telecommunications, with a total headcount of 250 staff based in Darlington.

Developed and implemented 24 hour, 365 day a year Customer Service Call Centre
Implemented performance management and staff assessment
Assessed and implemented GPT ACD and CallScan call forecasting
Developed and implemented query tracking, analysis and MIS reporting

American Express 1973 - 1991

Worldwide travel related and financial service industry with specific responsibilities covering Europe, Middle East and Africa.

Aug. 1990 - July 1991 Manager, Corporate Travel Management Services.

Supported the training and launch of new corporate products and services
Ensured compatibility across Europe on working practices and service quality
Implemented European QA and MIS programmes

July 1988 - Aug. 1990 Manager, Telemarketing / Telephone Service Centre

Developed 24 hour Customer Service Telephone Centre
Reduced card attrition by 30% (32k cards) through Telemarketing activity
Responsibility for 140 staff split over 6 units, each unit with team leader
Significantly improved service levels to 85% calls answered in 15 seconds

Mar. 1986 - July 1988 Manager, Business Travel Accounts and Corporate Card Credit Control.

Established new department to develop and service the corporate travel product
Reduced initial £9 million debt ageing 120 days to average of £5 million ageing 30/60 days
Reduced corporate card debt from average of 1.9% input @ 60 days to 0.8%
Responsible for 30 staff

1985 - 1986 Senior Financial Systems Analyst.
1984 - 1985 Finance Training Officer.
1970 - 1984 Various Finance / Accounting Functions.


Education

Longmead Secondary modern

Skills

Business process design, development of service and contact strategies, organiational design, culture change, new business set up, operational multi site management, performance management, development of MI and associated key indicators

Languages

English

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